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HomeMy WebLinkAbout07. Strategic Plan TrackingI WA Central Contra Costa Sanitary District April 15, 2015 TO: ADMINISTRATION COMMITTEE VIA: ROGER S. BAILEY, GENERAL MANAGER J` FROM: ANN SASAKI, DEPUTY GENERAL MANAGER SUBJECT: STRATEGIC PLAN TRACKING —FIRST AND SECOND QUARTERS OF FY 2014 -2015 On December 10, 2014, the Administration Committee reviewed the Key Performance Indicators (KPIs) included in the FY 2014 -2015 through FY 2015 -2016 Strategic Plan. These KPIs and corresponding targets were submitted to ensure that we are making progress in achieving our strategic goals and initiatives. The attached tracking report focuses on the first two quarters of FY 2014 -2015. The legend color GREEN indicates goals "On Target" and RED indicates goals that "Short of Target." Notes are included at the end of the report to address goals that are falling short of target. RSB:AS:amt Attachment N,VVSUPWmrd of DireelmoSoard - Administration Committee%Stra ftic Plan Memo 0420- 2015.docn GOAL 1 - Meet Regulatory Requirements Legend: Green = On Target Red = Short of Target Strategy /initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Strive to achieve 100% permit compliance in air, water, land and other regulations. Initiatives: 1) Meet existing and future requirements for regulatory Deputy GM - Ann Sasaki compliance, energy efficiency, and infrastructure sustainability. 2) Collaborate with sister agencies and industry associations to monitor Air Quality - Title V Permit Violations Zero Violations 0 0 GHG - Metric Tons of GHG Emissions Below 25,000 Metric Tons trends in regulatory changes. 3) Actively manage greenhouse gas (GHG) emissions in the most cost effective and environmentally responsible manner. Plant Operations Division Manager -Alan Weer NPDES - Permit Violations Zero Violations 0 0 Recycled Water - Title 22 Permit Violations Zero Violations 0 0 Director of Engineering and Technical Services - Jean -Marc Petit Industry - Related Associations - Number of Employees with Active Committee Participation in At Least One CCCSD Employee Professional Associations (NACWA, WEF, CASA, Serving on Each National or State BACWA, CWEA, etc.) Professional Organization Committee Wastewater Master Plan - Implementation Implement per Planned Schedule Strategy 2 - Strive to reduce the number of sewer overflows. Initiatives: 1) Continue seven -year, system -wide CCTV program. 2) Establish defined cleaning cycles on a yearly basis. CSO Division Manager - Paul Seitz Reduce SSO's - Spills per 100 Miles of Pipeline < 3.5 Spills per 100 Miles 0.93 0.68 Spilled vs. Treated - Gallons Spilled per MGD Treated < 5 Gallons Spilled /MGD Treated 1.39 1.56 150 Miles per Year - Average 38 Lines TV - Miles of Sewer Lines Televised per Year Miles per Quarter 58 55 Lines cleaned - Miles of Sewer Lines Cleaned per 800 Miles per Year - Average 200 Year IMiles per Quarter 196 223 Legend: GOAL 2 - Financial Stability Green = On Target Red = Short of Target Strategy /initiatives Key Performance Indicator Target FY Jul -Sep 1 FY Oct -Dec 02 FY Jan -Mar 03 FY Apr -Jun Q4 Strategy 1 - Maintain a fair and equitable rate structure based on cost of service study results. Initiatives: 1) Conduct cost of service study, and development of Finance Manager - Thea Vassallo updated forecasting and ratemaking model. 2) Meet revenue requirements. 3) Adopt reserves policy for the District. 4) Adopt debt Credit Rating with Standard & Poor's Maintain AAA Credit Rating Maintain Coverage Ratio of at Least management policy. Two Times (2 x). Calculated at the Debt Service Coverage Ratio End of the Fiscal Year Unqualified Audit Opinion - CAFR Obtain Unqualified Audit Opinion Obtain GFOA Certificate of GFOA Certificate of Achievement - CAFR Achievement Maintain Service Affordability - Annual Service Maintain Service Charge Close to Charge the Median of Bay Area Agencies Strategy 2 - Address unfunded liability, minimizing it in the future. Initiatives: 1) Monitor actuarial assumptions used to determine Finance Manager - Thea Vassallo unfunded liability. 2) Develop presentations for Board, staff, stakeholders and the public detailing the unfunded liability. CCCERA Unfunded Actuarial Accrued Liability (UAAL) Updates Present to Board Finance Committee Annually Monitor CCCERA Board of Directors Meetings to Attend CCCERA Board of Directors Keep Current on Changes in Actuarial Assumptions Meetings Present to Board Administration OPEB Actuarial Updates Committee every Two Years Present to Board Finance Commitee OPEB Trust Earnings Activity Updates Semi - Annually Strategy 3 - Implement prudent risk management procedures to minimize exposure to risk. Initiatives: 1) Reduce /control costs of liability claims and litigation. Risk Management Administrator - Shari Deutsch 2) Establish target reserves for the self- insurance fund. 3) Evaluate and monitor the District's total cost of risk. 4) Reduce the number and cost of strain /sprain injuries, Workers Compensation Experience Modifier Maintain Workers Compensation Modifier at 1.0 or Lower 0.61 0.61 Provide Modified Duty for at Least Return to Work Program - Modified Duty 75% of Occupational Injuries 100% 100% Maintain Average Cost at or below Average Cost per Overflow Claim $25,000 $9,214.73 $12,583.72 Evaluate and Implement Additional Cost - Effective Perform Annual Review by Fourth Risk Control and Self- Insurance Opportunities Quarter GOAL 3 - Develop Human Resources Legend: Green = On Target Red = Short of Target Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Ensure appropriate staffing levels. Initiatives: 1) Conduct benchmarking studies to determine Human Resources Manager - Teji O'Malley appropriate staffing levels. 2) Develop appropriate strategies for succession planning. 3) Identify and address internal career "gaps" Employee Promotions (Establish Trend) Percentage of Employees Promoted 1.9%(5) 1.9%(5) in the current organizational structure. Number of Job Descriptions Updates and Revisions to Job Descriptions in the Updated /Revised (FY 2011 -2012 to Previous Three Years Present) 35 to Date At or Below Industry (Government) Employee Turnover Rate average of 3.4% 3.10% 0% Average Time to Fill a Vacancy (from GM Approval See Note 1 - to Hire) 60 Working Days or Less 69.8 Days 56 Days Strategy 2 - Develop and implement District - focused leadership development programs. Initiatives: 1) Identify potential, interested future leaders seeking Human Resources Manager - Teji O'Malley career development in the District for targeted leadership training. 2) Develop District training /leadership academies (Management and Supervisory). 3) Develop District - specific training Number of Employees Enrolled in Management Leadership Academy 20 -25 Employees Last session May 5 programs /session /brown bags. 4) Develop and support mentoring Number of Employees Enrolled in Supervisors and cross - training programs. Academy 20 -25 Employees Target July 1 Number of District Customer Service Trainings per Year Up to 3 per Year 6 5 Strategy 3 - Provide appropriate coaching, mentoring and development resources for staff to be successful in current and future positions. Initiative: Collaborate with industry, civic, and other appropriate Human Resources Manager - Teji O'Malley associations for training and leadership development purposes (e.g. Bayworks). Use of Tuition Reimbursement Number of Employees Utilizing Tuition Reimbursement Dollars 7 9 S436 per FTE $431 per FTE Comparison of Budgeted vs. Actual Budgets /S204 Budgets /$225 Annual Training Investment Training Investment per Employee per FTE Actual per FTE Actual Employees Active in Industry- Related Associations 35% of Employees Legend: GOAL 4 - Industry Leader Green = On Target Red = Short of Target Strategy /Initiatives Key Perfomance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1- Use sustainable practices that minimize waste, maximize resources, protect the ratepayer, improve the community, and embrace innovation. Initiatives: 1) Continue cost - effective self - sufficiency consistent with best industry practices. 2) Continue developing and investing in Deputy GM - Ann Sasaki innovations, technologies, and applied research (R &D). Energy Imports - 2% Less Energy Compared to Previous Year Track Amount of Energy Produced 57616,000 kWh 5,700,OOG kWh Director of Engineering and Technical Services - Jean -Marc Petit Percentage of Dollars Invested in Investment in R &D R &D Compared to Annual CIB 0.40% 0.40% Strategy 2 - Collaborate with regional water and wastewater agencies to augment the region's water supply while expanding access to recycled water for District customers. Initiatives: 1) Establish recycled water fill station at HHW for District Director of Engineering and Technical Services - customers. 2) Develop partnerships and collaborations with other Jean -Marc Petit Implement a Recycled Water Fill districts, as well as public and private agencies. 3) Investigate satellite and scalping plants for use by public and private entities. Residential Fill Station at HHW Station at HHW In Permitting Permitted 4) Establish the available and economical capacity of our existing recycled water facilities (under the EPA Agreement). 5) Continue to develop Zone -1. 6) Continue maintenance and operational status of Customers Participation at Residential Recycled Water Fill Station Track Customer Participation at Recycled Water Fill Station 3 Customers our existing recycled water facilities. Gallons of Recycled Water Provided to Residential Customer Using the HHW Fill Station 700 Gallons 446 Gallons Develop Recycled Water Scalping Meeting with Golf Course Policy on Scalping Plants for Use of Recycled Water Plant Policy Consultants Verify Capacity of Existing Recycled Water Facilities to be Included in Capacity of the Existing Recycled Water Facilities 2015 -2016 Master Plan Volume of Recycled Water Delivered Annual Recycled Water Deliveries to Customers to Customers per year 62.4 MG 22.28 MG Develop New Strategies for New Wholesale Develop Strategies for New Customers Wholesale Customers Legend: GOAL 4 - Industry Leader Green = On Target Red = Short of Target Strategy/initiatives OwnerlKPl Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 3 - Complete IT Maser Plan integration throughout all District operations. Initiatives: 1) Obtain Board approval of IT Master Plan. IT Manager - Vacant/Temp 2) Include in IT Master Plan the business requirements to enable online transactions for permitting, payments, payroll and timecards along with other digital opportunities to improve effectiveness and efficiency of service delivery. Data Backup and Recovery Zero Lost Data System Security - Contract with Outside Security Consultant to Test Firewall Vulnerability Semi- Semi Annual Vulnerability Test Annually Conducted System Reliability and Continuity 99.5% Up -Time See Note 1 Semi Annual Internal Customer Internal Customer Support Survey Conducted Target 4/2015 Issue RFP for System Requirements Implementation of New Strategies for ERP System in FY 2015 -2016 Develop New Strategy and Implementation of IT Master Plan JIT Master Plan Accepted by Board I BOD 3/5/2015 GOAL 5 - Provide Exceptional Customer Service Legend: Green = On Target Red = Short of Target Strategy /Initiatives Key Performance Indicators Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Make a concerted effort to understand customer expectations and degree of satisfaction with District services. Initiatives: 1) Develop residential and business surveys. Capital Projects Division Manager - Edgar Lopez 2) Determine how survey results will be measured, communicated (Provisional) and acted on. Customer Satisfaction with Construction Projects 80% and Higher Satisfaction Communication Services and Intergovernmental Relations Manager - Vacant Conduct Surveys of Customers Impacted by Construction Projects 100% of Customers Environmental Services Division Manager - Danae Gemmell Conduct Survey of Permit Counter Customers 100% of Customers CSO Division Manager - Paul Seitz Timely Response - Respond to Emergency Line Customers within 1 Hour (Call Back in Person or Other Timely Contact) 95% of the Time 100% 100% Conduct Survey of Customers' Emergency Calls 100% of Customer Emergency Calls 100% 100% Strategy 2 - Increase District interaction with local, state, and federal officials. Initiatives: 1) Give annual or semi - annual presentations for City GM / Board of Directors Councils by liaison Board members. 2) Hold annual meetings with GM and Board liaison with Mayor, City Manager and Public Works Annual Meeting with Service Area Cities (Including Conduct One Annual Meeting with Martinez (TP) - Walnut Creek Director of each city and county counterparts. 3) Keep State legislators representing the District's service area and all county supervisors informed of the District's mission, accomplishments, and relevant plans. 4) Hold annual meetings between Board member and Concord and Clayton) District Service Area Cities (MM) Annual Meetings with State and Federal Representatives Conduct one Annual Meeting GM / Human Resources Contra Costa Water District. 5) Appoint Management Staff Appointment of Communication member(s) as liaison for Contra Costa Water District and EBMUD. Services and Intergovernmental Establish a Government Affairs Manager for the Reglations Manager by Fourth District Quarter Legend: GOAL 5 - Provide Exceptional Customer Service Green = on Target - Red = Short of Target Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 3 - Develop business plan, integrating and prioritizing initiatives identified in the Strategic Plan. Initiatives: 1) Investigate viable use of social media outlets. Communication Services and Intergovernmental 2) Update standard specifications and post to website. Relations Manager - Vacant Develop Social Media Communications Strategic Develop Strategic Plan by Fourth Plan Quarter Planning and Development Services Division Manager - Danea Gemmell Develop Online Process for Permit Develop Online Process for Permit Applications Applications Strategy 4 - Continue Emergency Operations and business continuity preparation throughout the District to best respond in the event of a catastrophe. Initiatives: 1) Perform periodic review of Business Continuity Plan. Risk Management Administrator - Shari Deutsch 2) Continue to conduct annual Emergency Operation Center (EOC) exercises. 3) Expand training programs and topics for EOC staff. 4) Collaborate with local County and State agencies. Annual Emergency Operations Center Drill Conduct One Exercise per Year By Third Quarter Review and Update Business Review and Update Business Continuity Plan Continuity Plan Project Start Review and Update the Emergency Operations Plan Update Plan byThird Quarter Target 3/31/15 Prepare and Submit Annual Hazard Mitigation Plan Prepare and Submit Report per Per County Report to FEMA (via CCCOES) County Schedule by Third Quarter Schedule Update Cal WARN Inventory Database Update Database by Fourth Quarter Target 6/30/15 Conduct EOC Inventory and Supply Audits Annually, Restock as Needed Conduct Inventory by Fourth Quarter Target 6/30/15 Legend: GOAL 6 - Maintain Reliable Wastewater Infrastructure Green = On Target Red = Short of Target Strategy /Initiatives Key Performance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 1 - Establish an asset management program. Initiatives: 1) Develop an asset management policy for the District. GM I Board of Directors 2) Perform a strategic asset management gap analysis. Develop an Asset Management (AM) Implementation Plan. 3) Use computerized maintenance management system (CMMS) enhancements to align with present and future asset management program needs. 4) Use condition assessments and predictive failure analysis to Adopt AM Policy Adopt AM Policy BOD 015 Adopted 11/20/14 Senior Engineer -Dana Lawson Complete the AM Gap Analysis as Part of the AM Complete the AM Gap Analysis as Completed replace /rehabilitate infrastructure at the most cost - effective time. Report Part of the AM Report 8/2014 Draft Routed Adopt AM Implementation Plan Adopt AM Implementation Plan 12/2014 Implement a new CMMS software Implement a New CMMS Software CSO Division Manager - Paul Seitz Percentage of all Work Orders on Linear Assets Tracked in CMMS 95% 100% 100% Plant Maintenance Division Manager - Neil Meyer Percentage of Preventative Maintenace (PM) Planned and Scheduled Completed on Time 90% See Note 1 Percentage of Critical Assets Planned and Scheduled Completed on Time (RIME Above 50) 90% See Note 1 Review all Three Existing Predictive Review all Three Existing Predictive Maintenance /Condition Based Maintenance /Condition Based Maintenance Maintence Programs and Develop Programs and Impllement Improvements Improvement Plan by Fourth Quarter Percentage of Regulatory Title V, PM Work Orders Completed to Plan 95% See Note 1 Percentage of Safety Work Orders Completed on Time 95% See Note 1 Legend: GOAL 6 - Maintain Reliable Wastewater Infrastructure Green = On Target Red = Short of Target Strategy /Initiatives Key Perrformance Indicator Target FY Jul -Sep Q1 FY Oct -Dec Q2 FY Jan -Mar Q3 FY Apr -Jun Q4 Strategy 2 - Update the Capital Improvement Program (CIP) annually through priorititzation, risk analysis while focusing on the sustainability of customer service, environmental needs and economic demands. Initiative: Incorporate Asset Management Program in developing Director of Engineering and Technical Services - CIP. Jean -Marc Petit Incorporate Wastewater /Recycled Target Incorporate Wastewater /Recyled Water Program in Water Program in CIP Associated FY CIP Associated with Asset Management with Asset Management 2015 -2016 Incorporation of Collection System Target Incorporation of Collection Systems Programing CIP Programing CIP Associated with FY Associated with Asset Management Asset Management 2015 -2016 Implement CIP Prioritization System for each of the Implement CIP Prioritization System Four Programs for each of the Four Programs Completed Strategy 3 - Increase enforcement of Overflow Protection Device (OPD) ordinance. Initiatives: 1) Articles in Pipeline newsletter, press releases and Communication Services and Intergovernmental possible paid advertising announcing District plans to enforce Relations Manager - Vacant overflow protection device ordinance, specifically the consequences Mailed in Early of not having an OPD. 2) Targeted mailings in areas announcing the Number of Articles Addressing OPDs Three Articles per Year April consequences of sewage back -ups into homes (i.e., no liability on the District's part). 3) Special discounts for the $50 OPD and /or discounted installation of OPDs by licensed plumbers. Planning and Development Services Division Manager - Danea Gemmell Track Number of Discounts per Year Number of Discounts per Year for OPDs for OPDs Goal 3 - Human Resources Note 1: Depends on whether MS /CG or Local One candidate - re: meet and confer issues. Goal 4 - Industry Leader Note 1: Goal not reached. Remediation efforts: New core infrastructure (Nimble /Dell equipment) deployed and will be brought online (into Production mode) early in March. Mailbox and software replication at CSO and Martinez currently being tested for successful fallover. Next test 2/20/15. Goal 6 - Infrastructure NOTE 1: Working on fine tuning CMMS work flow and work order process to ensure all data is appropriately tracked. This is a work in progress and we anticipate meeting the goal by Fourth Quarter. Q3 Q1 Q2 (to date) Q4 PM 63 69 71 RIME >50 69 69 73 Safety 75 75 75 Title V 91 91 91